Few will deny that bank boards were as culpable as their senior management in failing to spot the dangerous levels of risk building within the banks in the lead-up to the financial crisis. There is clear recognition that things need to change. But changing risk structures, and more importantly, risk cultures, is easier said than done.

The Banker's articles are exclusively available to registered users and full subscribers

Register for FREE limited access to global banking and finance coverage

Gain easy and instant access to:

  • 3 free views each month
  • Latest headlines and trends
  • Weekly e-newsletter
 

  

 

 

Already registered? Click here to sign in

Need more? An annual subscription to The Banker provides a wealth of banking and finance knowledge covering a wide range of countries, markets and profiles.
Click here to find out more.

 

By continuing to use this site you consent to the use of cookies on your device as described in our cookie policy unless you have disabled them. You can change your cookie settings at any time but parts of our site will not function correctly without them.